Inhoudsopgave
Week 1 Organization & power – an introduction.............................................................................................3
Lecture 1 – Introduction: studying power in organizations .................................................................................3
Lecture 2 – Agency & structure ...........................................................................................................................4
Week 2 Different forms & dimensions of power..............................................................................................7
Lecture 3 – Bureaucracy, efficiency & forms of control .......................................................................................7
Lecture 4 – Different dimensions of power: a typology .....................................................................................10
Week 3 Power as Productive .........................................................................................................................12
Lecture 5 – Workplace surveillance: the modern panopticon ...........................................................................12
Lecture 6 – Democratization & distributed power ............................................................................................15
Week 4 Power through Discourse .................................................................................................................19
Lecture 7 – Identity regulation ..........................................................................................................................19
Lecture 8 – Theory in context: management consulting ...................................................................................23
Week 5 Power, Paradox and Complexity .......................................................................................................27
Lecture 9 – Paradox & complexity: crisis management and high reliability contexts .......................................27
Lecture 10 – Leadership, complexity & power ...................................................................................................30
Week 6 Power in Context: The Organizational Environment..........................................................................33
Lecture 11 – Organizational ecology & networks: The case of Philips ..............................................................33
Lecture 12 – Institutional theory .......................................................................................................................36
Example exam question with answer (dutch) – voluntary assignment ...........................................................41
, Organization & Power
Week 1 Organization & Power - an introduction
HC 1 Introduction: studying power in organizations
Bartunek, J., Rynes, S., & Ireland, D. (2006). What makes management research interesting and
why does it matter? Academy of Management Journal, 49(1), 9-15.
Cornelissen, J., Höllerer, M. A., & Seidl, D. (2021). What theory is and can be: Forms of theorizing in organizational scholarship. Organization
Theory, 2(3), 1-19.
Mumby, D. K., & Plotnikof, M. (2019). Organizing power and resistance. In McDonald, J., & Mitra, R. (eds.), Movements in Organizational
Communication Research. London: Routledge (pp. 35-55).
HC 2 Structure & Agency
Bechky, B. A. (2006). Gaffers, gofers, and grips: Role-based coordination in temporary organiza-
tions. Organization Science, 17(1), 3-21.
Ortner, S. B. (1984). Theory in Anthropology since the sixties. Comparative Studies in Society and History, 26(1), 126-166. (pp. 144-160)
Week 2 Different forms & dimenions of power
HC 3 Bureaucracy, efficiency & different forms of control
Kunda, G. (1995). Engineering culture: Control and commitment in a high-tech corporation. Or- ganization Science, 6(2), 228-230.
Marshev, V.I. (2021). Western Schools of Management of the Twentieth Century. In: History of Management Thought – Contributions to
Management Science. Cham: Springer (pp. 411- 450).
Monteiro, P., & Adler, P. S. (2022). Bureaucracy for the 21st Century: Clarifying and expanding our view of bureaucratic organization. Academy of
Management Annals, 16(2), 427–475.
HC 4 Different dimensions of power: a typology
Fleming, P., & Spicer, A. (2014). Power in Management and Organization Science. The Academy of Management Annals, 8(1), 237-298. (pp. 237 –
247)
van Douwen, N., van den Brink, M., & Benschop, Y. (2022). Badass marines: Resistance practices against the introduction of women in the Dutch
military. Gender, Work & Organization. https://doi.org/10.1111/gwao.12835
Week 3 Power as productive
HC 5 Workplace surveillance: the modern panopticon
Ball, K. (2010). Workplace surveillance: an overview, Labor History, 51(1), 87–106.
Iedema, R., & Rhodes, C. (2010). The undecided space of ethics in organizational surveillance. Organization Studies, 31(2), 199-217.
HC 6 Democratization & distributed power
Resch, B., Hoyer, P., & Steyaert, C. (2021). Affective control in new collaborative work: Communal fantasies of purpose, growth and belonging.
Organization Studies, 42(5), 787-809.
Battilana, J., Yen, J., Ferreras, I., & Ramarajan, L. (2022). Democratizing work: Redistributing
power in organizations for a democratic and sustainable future. Organization Theory, 3(1),
1-21.
Week 4 Power through discourse
HC 7 Identity regulation
Collinson, D. L. (2003). Identities and insecurities: Selves at work. Organization, 10(3), 527-547.
Alvesson, M., & Willmott, H. (2002). Identity regulation as organizational control: Producing the
HC 8 Theory in context: management consulting
Hoyer, P. (2022). To be, or not to be elite, that is the question: The unresolved identity struggles of ex-consultants. Culture and Organization,
28(1), 1-24.
Kärreman, D., & Alvesson, M. (2009). Resisting resistance: Counter-resistance, consent and com- pliance in a consultancy firm. Human Relations,
62(8), 1115-1144.
Week 5 Power, Paradox & Complexity
HC 9 Paradox & complexity: crisis management and high reliabil- ity contexts
Poole, M. S., & Van de Ven, A. H. (1989). Using paradox to build management and organization theories. Academy of Management Review, 14(4),
562-578.
Vaughan, D. (1999). The role of the organization in the production of techno-scientific knowledge. Social Studies of Science, 29(6), 913-943.
HC 10 Leadership, complexity and power
Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era.
The Leadership Quarterly, 18(4), 298-318.
Lumby, J. (2013). Distributed leadership: The uses and abuses of power. Educational Management Administration & Leadership, 41(5), 581-597.
Week 6 Power in Context: The Organizational Environment
HC 11 Organizational ecology & net- works: The case of Philips
Borgatti, S. P., & Halgin, D. S. (2011). On network theory. Organization Science, 22(5), 1168-1181.
Boersma, F. K. (2007). Managing between science and industry: An historical analysis of the Philips Research and Development Department's
management. Journal of Management History, 13(2), 122-134.
HC 12 Institutional theory
Kyratsis, Y., Atun, R., Phillips, N., Tracey, P., & George, G. (2017). Healthcare in transition: Profes- sional identity work in the context of shifting
institutional logics. Academy of Management Journal, 60(2), 610–641.
Suddaby, R. (2010). Challenges for institutional theory. Journal of Management Inquiry, 19(1), 14- 20.
Week 7 Power in perspective: A review and outlook
HC 13 Wrap-up
Davis, G. F. (2015). Celebrating Organization Theory: The After-Party. Journal of Management Studies, 52(2), 309-319.
2
,Week 1 Organization & power – an introduction
Lecture 1 – Introduction: studying power in organizations
Theory = “a set of interrelated constructs (concepts), definitions, and propositions that present a
systematic view of phenomena by specifying relations among variables, with the purpose of
explaining and predicting the phenomena”.
Social identity is a person’s sense of who they are based on their group membership(s). Tajfel (1979)
proposed that the groups (e.g. social class, family, soccer team, etc.) which people belonged to were
an important source of pride and self-
esteem.
Grounded theory = a complex iterative
process. The research begins with the
raising of generative questions which help
to guide the research but are not intended
to be either static or confining. As the
researcher begins to gather data, core
theoretical concept(s) are identified.
Tentative linkages are developed between
the theoretical concepts and data.
Organizations and power as a social sciences discipline
The focus is not so much on efficiency and effectiveness (or management tools), but on
understanding (‘verstehen’).
There are a lot of different definitions for ‘organization’, but the view in this course:
• “Most words ending in “-tion” are ambiguous between process and product – between the
way one gets there, and the result. Our word, organization, shares this ambivalence, itself
referring to the process of “organizing”, or, to the result of organizing.
Although the range of definitions can create confusion together, they also provide a means of
capturing the full breadth of organizational life.
3
, Lecture 2 – Agency & structure
1. Institutional realities and individual lifewords
Structure = institutions, customs, laws, ideologies, traditions,
organizational settings, power hierarchies, discourses, etc. which
establish frames of references for social action.
Agency = our engagement with the social world.
Duality – like two sides of a coin, social realities are both
individual and institutional, both personal lifeworld and supra-personal structure.
2. Institutionalization/externalization
From actor to institution: Institutionalization:
1. Habituation – “That’s how I do it”
Eigen gewoontes.
2. Reciprocal typification – “That’s how we do it”
Elkaars rollen duidelijk maken: student/docent.
3. Legitimation – “That’s why we do it”
Duidelijk maken hoe het ‘hier’ werkt en het
rechtvaardigen. Waarom ‘normaal’ normaal is.
4. Objectification – “That’s just the way it is”
Het is normaal geworden en ziet geen alternatieven. Er worden geen vragen bij gesteld.
Institutionalization – individual action (I) grows into habits, (II) interactions grow into fixed patterns,
after which the emerging social order (III) is ‘explained’ and ‘legitimized’, and, eventually, (IV)
becomes taken-for-granted and viewed as ‘objective’.
3. Socialization/internalization
From institution to actor: socialization
1. Initiation by/Imitation of significant others – “They
want me to be like this”;“I want to be like them”
2. Generalization – “They all want me to be like this”
3. Internalization – “This is really me”
Socialization/’subjectification’ – as we become socialized
into ‘good’ members of society/an organization, we
internalize the social world and make it ‘self’.
4
Week 1 Organization & power – an introduction.............................................................................................3
Lecture 1 – Introduction: studying power in organizations .................................................................................3
Lecture 2 – Agency & structure ...........................................................................................................................4
Week 2 Different forms & dimensions of power..............................................................................................7
Lecture 3 – Bureaucracy, efficiency & forms of control .......................................................................................7
Lecture 4 – Different dimensions of power: a typology .....................................................................................10
Week 3 Power as Productive .........................................................................................................................12
Lecture 5 – Workplace surveillance: the modern panopticon ...........................................................................12
Lecture 6 – Democratization & distributed power ............................................................................................15
Week 4 Power through Discourse .................................................................................................................19
Lecture 7 – Identity regulation ..........................................................................................................................19
Lecture 8 – Theory in context: management consulting ...................................................................................23
Week 5 Power, Paradox and Complexity .......................................................................................................27
Lecture 9 – Paradox & complexity: crisis management and high reliability contexts .......................................27
Lecture 10 – Leadership, complexity & power ...................................................................................................30
Week 6 Power in Context: The Organizational Environment..........................................................................33
Lecture 11 – Organizational ecology & networks: The case of Philips ..............................................................33
Lecture 12 – Institutional theory .......................................................................................................................36
Example exam question with answer (dutch) – voluntary assignment ...........................................................41
, Organization & Power
Week 1 Organization & Power - an introduction
HC 1 Introduction: studying power in organizations
Bartunek, J., Rynes, S., & Ireland, D. (2006). What makes management research interesting and
why does it matter? Academy of Management Journal, 49(1), 9-15.
Cornelissen, J., Höllerer, M. A., & Seidl, D. (2021). What theory is and can be: Forms of theorizing in organizational scholarship. Organization
Theory, 2(3), 1-19.
Mumby, D. K., & Plotnikof, M. (2019). Organizing power and resistance. In McDonald, J., & Mitra, R. (eds.), Movements in Organizational
Communication Research. London: Routledge (pp. 35-55).
HC 2 Structure & Agency
Bechky, B. A. (2006). Gaffers, gofers, and grips: Role-based coordination in temporary organiza-
tions. Organization Science, 17(1), 3-21.
Ortner, S. B. (1984). Theory in Anthropology since the sixties. Comparative Studies in Society and History, 26(1), 126-166. (pp. 144-160)
Week 2 Different forms & dimenions of power
HC 3 Bureaucracy, efficiency & different forms of control
Kunda, G. (1995). Engineering culture: Control and commitment in a high-tech corporation. Or- ganization Science, 6(2), 228-230.
Marshev, V.I. (2021). Western Schools of Management of the Twentieth Century. In: History of Management Thought – Contributions to
Management Science. Cham: Springer (pp. 411- 450).
Monteiro, P., & Adler, P. S. (2022). Bureaucracy for the 21st Century: Clarifying and expanding our view of bureaucratic organization. Academy of
Management Annals, 16(2), 427–475.
HC 4 Different dimensions of power: a typology
Fleming, P., & Spicer, A. (2014). Power in Management and Organization Science. The Academy of Management Annals, 8(1), 237-298. (pp. 237 –
247)
van Douwen, N., van den Brink, M., & Benschop, Y. (2022). Badass marines: Resistance practices against the introduction of women in the Dutch
military. Gender, Work & Organization. https://doi.org/10.1111/gwao.12835
Week 3 Power as productive
HC 5 Workplace surveillance: the modern panopticon
Ball, K. (2010). Workplace surveillance: an overview, Labor History, 51(1), 87–106.
Iedema, R., & Rhodes, C. (2010). The undecided space of ethics in organizational surveillance. Organization Studies, 31(2), 199-217.
HC 6 Democratization & distributed power
Resch, B., Hoyer, P., & Steyaert, C. (2021). Affective control in new collaborative work: Communal fantasies of purpose, growth and belonging.
Organization Studies, 42(5), 787-809.
Battilana, J., Yen, J., Ferreras, I., & Ramarajan, L. (2022). Democratizing work: Redistributing
power in organizations for a democratic and sustainable future. Organization Theory, 3(1),
1-21.
Week 4 Power through discourse
HC 7 Identity regulation
Collinson, D. L. (2003). Identities and insecurities: Selves at work. Organization, 10(3), 527-547.
Alvesson, M., & Willmott, H. (2002). Identity regulation as organizational control: Producing the
HC 8 Theory in context: management consulting
Hoyer, P. (2022). To be, or not to be elite, that is the question: The unresolved identity struggles of ex-consultants. Culture and Organization,
28(1), 1-24.
Kärreman, D., & Alvesson, M. (2009). Resisting resistance: Counter-resistance, consent and com- pliance in a consultancy firm. Human Relations,
62(8), 1115-1144.
Week 5 Power, Paradox & Complexity
HC 9 Paradox & complexity: crisis management and high reliabil- ity contexts
Poole, M. S., & Van de Ven, A. H. (1989). Using paradox to build management and organization theories. Academy of Management Review, 14(4),
562-578.
Vaughan, D. (1999). The role of the organization in the production of techno-scientific knowledge. Social Studies of Science, 29(6), 913-943.
HC 10 Leadership, complexity and power
Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era.
The Leadership Quarterly, 18(4), 298-318.
Lumby, J. (2013). Distributed leadership: The uses and abuses of power. Educational Management Administration & Leadership, 41(5), 581-597.
Week 6 Power in Context: The Organizational Environment
HC 11 Organizational ecology & net- works: The case of Philips
Borgatti, S. P., & Halgin, D. S. (2011). On network theory. Organization Science, 22(5), 1168-1181.
Boersma, F. K. (2007). Managing between science and industry: An historical analysis of the Philips Research and Development Department's
management. Journal of Management History, 13(2), 122-134.
HC 12 Institutional theory
Kyratsis, Y., Atun, R., Phillips, N., Tracey, P., & George, G. (2017). Healthcare in transition: Profes- sional identity work in the context of shifting
institutional logics. Academy of Management Journal, 60(2), 610–641.
Suddaby, R. (2010). Challenges for institutional theory. Journal of Management Inquiry, 19(1), 14- 20.
Week 7 Power in perspective: A review and outlook
HC 13 Wrap-up
Davis, G. F. (2015). Celebrating Organization Theory: The After-Party. Journal of Management Studies, 52(2), 309-319.
2
,Week 1 Organization & power – an introduction
Lecture 1 – Introduction: studying power in organizations
Theory = “a set of interrelated constructs (concepts), definitions, and propositions that present a
systematic view of phenomena by specifying relations among variables, with the purpose of
explaining and predicting the phenomena”.
Social identity is a person’s sense of who they are based on their group membership(s). Tajfel (1979)
proposed that the groups (e.g. social class, family, soccer team, etc.) which people belonged to were
an important source of pride and self-
esteem.
Grounded theory = a complex iterative
process. The research begins with the
raising of generative questions which help
to guide the research but are not intended
to be either static or confining. As the
researcher begins to gather data, core
theoretical concept(s) are identified.
Tentative linkages are developed between
the theoretical concepts and data.
Organizations and power as a social sciences discipline
The focus is not so much on efficiency and effectiveness (or management tools), but on
understanding (‘verstehen’).
There are a lot of different definitions for ‘organization’, but the view in this course:
• “Most words ending in “-tion” are ambiguous between process and product – between the
way one gets there, and the result. Our word, organization, shares this ambivalence, itself
referring to the process of “organizing”, or, to the result of organizing.
Although the range of definitions can create confusion together, they also provide a means of
capturing the full breadth of organizational life.
3
, Lecture 2 – Agency & structure
1. Institutional realities and individual lifewords
Structure = institutions, customs, laws, ideologies, traditions,
organizational settings, power hierarchies, discourses, etc. which
establish frames of references for social action.
Agency = our engagement with the social world.
Duality – like two sides of a coin, social realities are both
individual and institutional, both personal lifeworld and supra-personal structure.
2. Institutionalization/externalization
From actor to institution: Institutionalization:
1. Habituation – “That’s how I do it”
Eigen gewoontes.
2. Reciprocal typification – “That’s how we do it”
Elkaars rollen duidelijk maken: student/docent.
3. Legitimation – “That’s why we do it”
Duidelijk maken hoe het ‘hier’ werkt en het
rechtvaardigen. Waarom ‘normaal’ normaal is.
4. Objectification – “That’s just the way it is”
Het is normaal geworden en ziet geen alternatieven. Er worden geen vragen bij gesteld.
Institutionalization – individual action (I) grows into habits, (II) interactions grow into fixed patterns,
after which the emerging social order (III) is ‘explained’ and ‘legitimized’, and, eventually, (IV)
becomes taken-for-granted and viewed as ‘objective’.
3. Socialization/internalization
From institution to actor: socialization
1. Initiation by/Imitation of significant others – “They
want me to be like this”;“I want to be like them”
2. Generalization – “They all want me to be like this”
3. Internalization – “This is really me”
Socialization/’subjectification’ – as we become socialized
into ‘good’ members of society/an organization, we
internalize the social world and make it ‘self’.
4
